CCNE 2024 Retreat Report

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Colorado center for nursing excellence

outcomes report

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The CCNE staff, Board of Directors and Advisory Counsel spent a day of reflection, planning, and connecting on October 10th, 2024. This was one of the first events with attendance accross diciplines and in the numbers that were present. This offered us a really great opportunity to connect and learn from one another. We accomplished a lot! This report covers the outcomes of our retreat. Please refer to the link below for the full retreat agenda and activities.

Executive Summary

retreat agenda

07.Mission review

01.tone setting

08.closing

06.Visioning II

05.Break

04.Visioning I

03.CCNE Pillars

02.Team building

from visioning to action

Phase I

What we did

Behavioral Health

pillar 5

Rural and Underserved

pillar 4

PROCESS: from visioning to action (Phase I)

CCNE Organizational pillars

pillar 1

Elder Care

pillar 2

Diversity, Equity and Inclusion

pillar 3

Leadership and Professional Development

Identify action steps for CCNE

Define pillars through CCNE Lens

Familiarize yourselves with key ideas

04. from visioning to action (Phase I)

What we did

planning to act

Behavioral Health

pillar 5

Rural and Underserved

pillar 4

pillar 1

Elder Care

pillar 2

Diversity, Equity and Inclusion

pillar 3

Leadership and Professional Development

Visioning Phase i outcomes

from visioning to action

Phase II

Story Time

What we did

Process: Hedgehog concept

jim collins

From Good to Great, the Hedgehog Concept defines an easy checks and balances for plan implementation that moves good programs into the great.

Are we a fox or a hedgehog?

Financial

Mission

Aptitude

What we did

analyzing our hedgehog

7. Explore ways to communicate our scope and services outside the confines of the nursing profession

6. Better Understand and cater to the target audience

5. Explore creative ways to leverage technology to improve accessiblity of our programming

3. Evaluate and adjust our data collection tactics

4. Expand consulting services

1. Explore alternative sources of funding across all priority areas

2. Explore/expand marketing strategies

Strategic Actions

A revision

Mission STatement

Original

• Building upon a foundation of evidence, The Center advocates for and provides professional education, leadership development, coaching and data analysis to continually strengthen a diverse nursing and healthcare workforce. Our defining strategy is to convene and engage the right people, at the right time, to develop and implement innovative solutions to emerging healthcare challenges

Proposed

• Transform Healthcare Through Workforce Innovation

What we did

A revision

Vision STatement

Original

• Transform Healthcare Through Workforce Innovation

Proposed?

Next Steps Recommendations

It was an honor to facilitate your 2024 retreat, and it will be exciting to see what comes out of these amazing discussions!~ Megan Galaviz

"Alone we can do so little; together we can do so much." – Helen Keller.

Already Strong:

• Support, Education, Quality of life, Dignity, Dementia, Elder Abuse

Growth Areas:

• Access, Lonliness, Family support/Respite, Safety

Resources needed:

• Funding

First steps:

• Shop the grant- find alternative funders that align with our currently written grant

Discussion Summary

Pillar 1: Elder care

Key Terms:

• Access
• Support
• Education
• Lonliness
• Quality of Life
• Dignity
• Agining in place
• Family support/Respite
• Dementia
• Safety
• Elder abuse

Can you definitively say and rationalize that we are the appropriate group to implement this action?

Aptitude

• How will this action impact our RHCHP culture?
• Why are we the best group in the university to implement this action?
• Is there anyone else in the market doing something like this? If so, should we be partnering, versus leading? Why or why not?

4. Implement! Discuss progress at least monthly during CCNE meetings.

What we did:

The full team reviewed CCNE's current strategic pillars and broke into five groups with representation from all three diciplines. The teams then worked on the next slide's activities.

Can you definitively say and rationalize that this action is financially sustainable?

Financial

• How can this action be an economic driver, or at least financially sustainable?
• What types of labor costs will be needed to be successful in this action?
• What types of unexpected costs may occur with implementation?
• What other resources will be needed for this action?

The example we gave was "wouldn't it be fantastic if patients never had to wait for care"Participants were asked to think both PIE IN THE SKY as well as what could be accomplished in only a few years. The committee should then use the phrases on the next slide to guide wordsmithing a final vision statement

Wouldn't it be fantastic if...

Thinking specifically from the lens of CCNE- we asked participants to think of as many phrases as possible starting with "wouldn't it be fantastic if..."

Growth Areas:

• Inclusion, Access, Belonging, Justice

Resources needed:

• Funding
• Demand
• Education for team

First steps:

• Assess funding
• Obtain additional grants
• Evaluate expanding consulting services
• Evaluate marketing plan and visiblity for consulting services

Discussion Summary

Pillar 2: diversity, equity and inclusion

Key Terms:

• DEI
• Access
• Mirror the population
• Belonging
• Justice
• Integrative

Already Strong:

• Diversity and Equity
• Mirroring the population

Creative use of technology

• Recognizing that not all of our partners and participants are able to attend meetings in person, or even for longer stretches of time. The Rural and Underserved pillar group discussed the need for exploring more creative uses for technology to bridge the accessiblity gap, particularly for geographic and staffing limitations.

Identify up to three action steps using these reflection questions to help:

Identify

Action steps for CCNE

• What resources will be needed?
• What is and is not in our control?
• What could we achieve in 6 months to 1 year?
• What would be our first step?
• How does each action step align with the strategic pillar?

What is the difference between Mission and Vision Statements?

A Mission Statement describes why we are here TODAY and what we DO A Vision Statement describes where and what we want to ASPIRE to in the FUTURE

Expanding marketing strategies

• This objective was explored from both expanding program participation AND as a mechanism for improving the financial health of the organization
• Consider ways that CCNE can improve visualization of its programming and how that might impact your ability to obtain grant funding AND impact other revenue models like fee for service, corporate sponsorship, fee for success etc.

1. Finish the conversation within the governance about adopting the new mission statment and drafting a new vision statement based on the exercise results.

Better understanding our audience

• Part of this conversation was to not only better cater to our existing partners, but also explored the possiblity of creating our own avatar and how to attract participants to an ideal that we create.

The fox, bounding toward his prey, sees the hedgehog defense and calls off the attack. Retreating back to the forest, the fox begins to calculate a new line of attack. Each day, some version of this battle between the hedgehog and the fox takes place, and despite the greater cunning of the fox, the hedgehog always wins. Berlin extrapolated from this little parable to divide people into two basic groups: foxes and hedgehogs. Foxes pursue many ends at the same time and see the world in all its complexity. They are “scattered or diffused, moving on many levels,” says Berlin, never integrating their thinking into one overall concept or unifying vision. Hedgehogs, on the other hand, simplify a complex world into a single organizing idea, a basic principle or concept that unifies and guides everything. It doesn’t matter how complex the world, a hedgehog reduces all challenges and dilemmas to simple—indeed almost simplistic—hedgehog ideas. For a hedgehog, anything that does not somehow relate to the hedgehog idea holds no relevance. Princeton professor Marvin Bressler pointed out the power of the hedgehog during one of our long conversations: “You want to know what separates those who make the biggest impact from all the others who are just as smart? They’re hedgehogs.”

From Good to Great

In his famous essay “The Hedgehog and the Fox,” Isaiah Berlin divided the world into hedgehogs and foxes, based upon an ancient Greek parable: “The fox knows many things, but the hedgehog knows one big thing.” The fox is a cunning creature, able to devise a myriad of complex strategies for sneak attacks upon the hedgehog. Day in and day out, the fox circles around the hedgehog’s den, waiting for the perfect moment to pounce. Fast, sleek, beautiful, fleet of foot, and crafty—the fox looks like the sure winner. The hedgehog, on the other hand, is a dowdier creature, looking like a genetic mix-up between a porcupine and a small armadillo. He waddles along, going about his simple day, searching for lunch and taking care of his home. The fox waits in cunning silence at the juncture in the trail. The hedgehog, minding his own business, wanders right into the path of the fox. “Aha, I’ve got you now!” thinks the fox. He leaps out, bounding across the ground, lightning fast. The little hedgehog, sensing danger, looks up and thinks, “Here we go again. Will he ever learn?” Rolling up into a perfect little ball, the hedgehog becomes a sphere of sharp spikes, pointing outward in all directions.

Reflection questions for your team:

Familiarize

Pillar key ideas

• What key terms in your pillar and its objectives are most important for CCNE?
• Where are we already strong in the objectives?
• Where do we need growth in the pillar and/or objectives?

Action

Identify operational tactics to animate the strategic pillars

Define

Define what each pillar means to us.

Pillars

Familiarize ourselves with the five strategic pillars.

Expand consulting services

• This was approached from the perspective of impact AND as a mechanism for increasing revenue for the center

2. Vet the action priorities within CCNE with staff, the board and advisory counsel.

Can you definitively say and rationalize that this action is mission-aligned?

Mission

• How does this action align with the university's mission statement?
• Which pillar objective does the action align with? How?
• What, if any, misalignment may there be with the action and mission/pillar objective?

Reflect on these questions:

Define

Key ideas for CCNE

• What are we already doing at CCNE in regard to the pillar and its objectives?
• What do we need to keep doing to align with the pillar and its objectives?
• What do we need to stop doing to align with the pillar and its objectives?
• What should we start doing to align with the pillar and its objectives?

Resources to start the conversation

Funding

• A need across all pillars
• The Elder care program has an existing grant ready that just needs to be paired with a funder.
• Other pillars explored expanding current fee for service programs and exisitng consulting services.
• In addition to these funding streams- CCNE should start to explore other avenues for generating funding.

Growth Areas:

• Evaluate our marketing and advertizing process
• Develop an ROI for end users
• Succession planning
• Raise awareness of leadership in all levels

Resources needed:

• Funding
• Staffing

First steps:

• Assess how we collect and use data
• Ask different questions
• Use the evaluation to impact our marketing strategies

Discussion Summary

Pillar 3: Leadership and professional devellopment

Key Terms:

• Coaching
• Several programs
• Clinical Scholar, Preceptors, Academic Success etc

• Mentors
• Podcasts

Already Strong:

• Overall strong in this pillar

1. Broke into five teams. Each team took one pillar. 2. Answered and record your team's responses to the prompts. 3. Reported & discussed with full group.

Understanding that passion should be balanced by your capacity, we recommend reviewing and developing the top priorities to move to the planning stage. Setting short term goals in quarterly or biannual increments to start. A consistent and common priority across all pillars is the need for additional funding. It is our recommendation that CCNE explore additonal grant opportunitites while also considering alternative funding resources- we have included a guide to help develop a conversation around this goal.

Prioritizing

Strategic Actions

1. Broke into teams. Each team took the action steps from Phase I. 2. Answered and record your responses on the Hedgehog prompts. 3. Reported & discussed with full group.

Growth Areas:

• National, regional, and local presence
• Services and resources: culturally responsive teaching, academically and psychosocially

Resources needed:

• Funding
• Re-allocate CCNE staffing
• Training and education
• Recruitment
• Define target population

First steps:

• Obtain funding
• Evaluate communities and define target population

Discussion Summary

Pillar 5: Behavioral health

Key Terms:

• Mental Health
• Health Equity
• Community
• Access
• Integration

Already Strong:

• NPs
• PCBH
• SANE

Communicate who we serve

• This has come up in programming but also organically in our retreat- that the name Colorado Center for Nursing Excellence implies that we specifically serve Nurses.
• This limits who enrolls or elects to participate in our programming which limits impact, revenue and our pillar of inclusivity
• How can we start communicating and marketing our services so that we attract the full range of professions we actually serve?

The goal of this exercise was to further evaluate the appropriateness of sustainability of the top priorities chosen from the first phase of visioning.

What makes a good mission statement?

Describes why we are here today and what we do

Clear: “This is not a time to show off your vocabulary. Use concrete language and keep things simple. Try to keep to an 8th-grade reading level (avoid anything over 10th grade).” Concise: “Don’t fall prey to buzzwords, adjective strings and fluff. Aim for 5-14 words, 20 max. This is often the hardest part, but anything longer and you undermine its utility.” Useful: “It doesn’t matter how short, clear, or cute your phrase is if it fails to inform others about what you do and focus and guide internal team members and decisions.”

Adjust how we collect and use data

• This objective came from the lens of attracting and retaining participation in programming
• Can also be utilized for improving grant proposals
• Can also be utilized for developing an ROI for participants- particularly as you explore expanding fee for service options.
• ROI may also be used for impact story telling and wrap back into your marketing strategies and/or funder relations.

3. Develop measurable milestones for each adopted action priority at three month intervals.

Resources needed:

• Funding
• Technology
• Staffing
• Partnerships
• Accessibiltiy
• Incentives

First steps:

• Focus on the development of "Grow your own" programming
• Explore resources and how to leverage technology to improve accessibility and utilization of programming for those in distant communities

Discussion Summary

Pillar 4: Rural and underserved

Key Terms:

• Rural and Underserved

Already Strong:

• Addressing a gap
• The few programs we have are really strong

Growth Areas:

• Transportation/geography limitations
• Lack of resources (at the participant level)
• Trainings that don't require travel

4. Mission and Vision: Megan Galaviz reviewed the current mission and vision statements with the team and through an interactive exercise found support in adopting the current vision statement as the organization's new mission statement. A follow up exercise encouraged the start of developing a new vision statement which will be completed by the organization's board. 5. Closing & Gratitude: Linda Siderius provided the perfect closing summing the day and providing gratitude for the tremendous work done together.

What we did

executive summary

1. Welcomes: Linda Siderius kicked us off, and we started with a couple ice breaking activities to get to know those in the room. 2. Team Building: Using the MBTI personality assessment as a guide, Megan Galaviz facilitated the group through a number of activities to help get to know one another and how to understand how personalities show up in our day to day interactions. 3. From Visioning to Action: Ingrid Johnson led the group through a summary of the current strategic pillars and Megan Galaviz led the team through developing action steps that align with those pillars.

Financial

Mission

Aptitude